Organisations

Mental health, resilience and trauma prevention

Many people find it incredibly rewarding to work to make a difference in the world. They see their work as a privilige. At the same time, this work inherently involves factors which may impact mental health. If they are not managed on an ongoing basis, they can negatively affect us:

Dealing with the suffering of others is a heavy burden on our nervous system. We are social beings; this is pure biology. If the suffering is close to us, due to identity or history, the burden can increase.
Injustice, constant crises, wickedly complex problems and heartbreaking regression are particular risk factors which lead to mental strain.
Attacks and threats from outside affect the individual, the team and the entire organisation.
Often it is not the individual case that is decisive, but the amount over time. Accumulation can be worse for our health than a single traumatic event.
Those we work for and with, have it far worse. Our own needs automatically become less important. The myth of the tireless advocate/activist/caregiver is pervasive.

It can be difficult to see what is coming before burnout hits or people simply give notice and leave. Nevertheless, long before that, our ability to collaborate, think creatively, see nuances and understand complexity is impacted. We start to think in black and white and in Us/Them. This increases conflicts and affects the quality of work.

It is a significant risk for individuals and for the organization - and comes with a very high cost.

We cannot completely eliminate the burden that meaningful work entails. But we can do a lot to increase resilience, prevent and manage adverse effects.

It requires knowledge, tools, a common language and awareness.

Workshops, knowledge and inspiration

One or more workshops can be designed to target areas of greatest need or interest. All workshops include a mix of learning, tools, and exercises. A workshop series is particularly effective for better incorporating new material, allows for building on previous insights, establishing new habits and testing/adjusting methods.

Possible focus areas are, for example:

Mental coping strategies – the good, the bad and the ugly: we all find our own way of dealing with what is difficult. Often unconsciously. By gaining a shared understanding of which strategies are helpful and which ones involve new risks, we can become more aware of what we are doing and how we can help each other.
Effective rest and recovery: It's easier said than done to relax, even when we have time off and vacation. Many people feel almost constantly tired, even after a weekend. This can be changed with knowledge and tools about accessing effective rest and recovery.
Regulation of the nervous system: simple and practical ways to calm the nervous system in acute situations and in everyday life. Our system is designed to step in and out of stress - the problem occurs when we are stressed for too long and cannot "turn off" again. The more we train the system, the better it becomes at maintaining its flexibility.
Techniques to lower general stress levels : when there is high mental strain, it is extra important to know what we can do to help our body and brain function sustainably.
Handling emotionally demanding work : Tools to work with our emotions and thoughts. Knowledge of pitfalls and danger signals. Possible peer-to-peer efforts to help each other process what we see and deal with in our work.

Systematic approaches to mental health and resilience

Building a systematic, prevention oriented approach can be centered in management or in an occupational health and safety committe. On the basis of data provided, I undertake a screening to identify risks and protective factors in your particular workplace. From here, a step-by-step effort is developed.

Employees and managers are given the necessary knowledge and tools to handle mental stress on an ongoing basis, during peak times and when the crisis hits. Individually and collectively.

For teams and at the organizational level, concrete agreements about implementation are important to set up. This can apply to both everyday workflows as well as formal agreements about accessing mental health assistance in certain situations, such as when to initiate debriefing at an individual or group level.

Effective and sustainable efforts involve a focus on relationships, building skills and empowerment, and introducing a culture where mental health is a team sport where everyone is involved, knows their responsibility and what they can do.

It's about starting somewhere - and taking the first step. Contact me for a conversation about your concerns, possible risks and possible solutions.